Khaled Wasey

Finance leader with 15+ years across PwC, Unilever and British American Tobacco — ACA, CFA Charterholder, First Class Economics from LSE. Career built across two tracks that rarely appear in the same profile: operational CFO ownership and board-level strategic advisory. 𝐂𝐅𝐎, 𝐔𝐧𝐢𝐥𝐞𝐯𝐞𝐫 𝐒𝐫𝐢 𝐋𝐚𝐧𝐤𝐚. Full P&L and balance sheet accountability for a $300m consumer business — 14 categories, 30 brands, 3 manufacturing sites, 50-person team across finance, legal and IT. Led simultaneously through COVID-19, a sachet ban, a sovereign debt crisis and a Tea business carve-out to CVC Capital Partners. Operating margins improved by ~80bps. Zero payment failures throughout, despite USD liquidity falling below 10% for the final 12 months. 𝐅𝐢𝐧𝐚𝐧𝐜𝐞 𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧.Took a finance team that had been through three restructurings in a decade and built it into the most engaged function in the organisation. Engagement scores improved by 2,200bps; 80% of the team took on new or expanded roles, a third were promoted, and five took international placements. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐚𝐝𝐯𝐢𝐬𝐨𝐫𝐲 & 𝐭𝐫𝐚𝐧𝐬𝐚𝐜𝐭𝐢𝐨𝐧𝐬. Part of a small, senior team advising on Unilever’s defence against the $143bn Kraft Heinz hostile approach. Co-led critical workstreams in the 2020 Strategic Review evaluating the potential separation of a £50bn business — decisions that have continued to shape Unilever’s trajectory, including the recent McCormick transaction. Led the $5bn Horlicks acquisition in a contested auction; played a leading role in developing the strategic case for the $9bn Spreads separation and disposal. $15bn+ in completed transactions across the career. 𝐀𝐭 𝐁𝐀𝐓. After Unilever, I joined BAT to advise on its strategic transformation toward reduced-risk and beyond-nicotine categories — a fundamental reshaping of one of the world’s largest consumer businesses. Work has included $3.9bn of capital monetisation through the ITC block trades — among the largest block trades in Indian capital markets history — alongside the Russia exit, a pan-European manufacturing partnership with PMI, and a portfolio of technology and IP acquisitions. I’m particularly energised when operational transformation and strategic capital deployment intersect — in consumer, FMCG and high-growth settings.